team effectiveness

Topics: Project management, The A-Team, Member of Parliament Pages: 5 (1808 words) Published: October 19, 2013
Using the concepts and frameworks presented in the Leading Teams course, I will analyze the effectiveness of my team’s ability to engage in a consulting process to assess the team-based needs of and provide solutions to a client of an independent business. Context

A four-member team was designed to participate in a number of group activities during the Leading Teams course; however, the majority of team interactions were related to activities associated with leading a consulting project. Each member of this team, including myself, worked interdependently (reciprocal-type) to assess team-based needs of a client, and to produce deliverables for both the client and the course. Given the complexity of the task, it was clear that indeed a team was needed to produce the necessary deliverables. Team members were selected from a pool of classmates in the course. Team Objective

The team’s objectives were to: 1) to assess the team-based needs of the client; and 2) to provide key recommendations to the client to help him improve his team’s effectiveness. Organizing Towards an Objective

Designing a team with high performance
Based on the project requirements, I determined that the team should consist of individuals who have strong interpersonal, tactical, and problem-solving abilities. My previous work-experience informed these team selection criteria. Working with clients in a short-time frame presents a number of challenges. A major challenge is building a meaningful trusting relationship with the client to facilitate timely access to information and data to inform the deliverable. I also understood that having access to a client was essential to the success of this project. The Original Team

Considering the scope and complexity of the project, I sought to create a diverse team with tactical, interpersonal, and problem-solving competencies who also had a broad network. My original team consisted of 5 individuals, including 3 women and 2 men from diverse work, education, and cultural backgrounds. The Final Team

Despite my efforts in designing a team, the selection process only resulted in one member (Member A) from my original list making it on to my final team. Member A selected two other members (Members B and C) who he had previous interactions with. Although, I had no knowledge of these individuals’ competencies, I trusted the judgment of Member A and therefore supported his selection decision. My new self-managing team consisted of 3 male members and myself, a female. Contrast Between the Two-Team Designs

Upon reflection, my original team was not as diverse as I thought. The team consisted of individuals who had attributes that were much more similar to me than compared to my final team. Although the original team was heterogeneous in its intrinsic characteristics (age, gender and ethnicity), team members ultimately shared similar interpersonal characteristics (amiable) and motivations (goal of challenging oneself to gain the most out of the Rotman experience) to me. In contrast, my final team was quite different from me and diverse in terms of each member’s educational experience, interpersonal and technical competencies, and motivations for the completing the project. Team Dynamics resulting in ‘Her versus Them’

The dynamic between all the male members of my team definitely resulted in a “me versus them” fault line, at the beginning of the consulting project process. The informal communication and public images conveyed by the male members at team meetings generated a male ‘slacker’ stereotype. At times, the three males tended to joke around with each other, make fun of the exercises, and did not seem focused on the task at hand. The dynamic between the three male members caused me to feel like an outsider. I felt that my opinions did not matter and that my team saw me as an ‘over achiever’. A Highly Functioning Team Leading to Strong Outcomes

Improving Team Dynamics
Instead of perpetuating the...
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